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Climate services support mitigation and adaptation to climate change and encourage a science-based and climate-informed policy development. A performing market is vital for supporting uptake of climate services. The diffusion of innovations depends on how business models – meant as firms’ strategic choices to create, capture and share value within...
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... adopt the Business Model Canvas (Osterwalder & Pigneur, 2010) as a framework for analysis. Business Model Canvas (BMC) is described by nine components (Fig. 1). The left side of the 'canvas' reflects the product-related components, whereas the right side is focused on the customers' side. Value proposition, characterized as "the bundle of products and services" (Osterwalder et al., 2005) aimed at satisfying users' needs and creating value, is located ...
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... because they were highly mentioned and because they receive inputs and send outputs to other significant nodes. We found that Copernicus, Water Forecasts, Seasonal Forecasts and Early-Warning System are the top ones. We restricted our analysis to the network's giant component where Seasonal Forecasts is the ultimate node of the connected portion (Fig. 10). We observed a tight and strong link between some key concepts: "Co-creation development", "Seasonal Forecasts", "Tailor-made service" and "Web-infrastructure" are not just linked, but they are also frequently mentioned in the same token. Based on the direction of this relationship, we derived useful implications on the role of ...
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... quali-quantitative methodology provides insightful information on the business model some of these climate services provision use (Fig. 11). On average, climate services included in our sample are mostly working online and use a subscription-based mechanism (e-business model): they supply a constant flow of information and data under the payment of a fixed amount of money, on top of the installation costs. The network analysis also highlighted the most interesting sector ...
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... e-business model described by our sample deserves a reflection on the financial sustainability. As by Fig. 11, fixed and variable costs associated with the development of the service are "Infrastructure and Maintenance". These may require a significant initial investment, depending on what is already available in-house. However, the competences of the consortium of partners -when existent -are key resources capable of lowering the instalment ...
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The network perspective of a business model provides an attractive outlook on the interactions and interdependencies of its components. The network is a “living organism,” it changes constantly and dynamically. Therefore, the key nodes in the network, and their potential loss, may be of vital importance to the network itself. The paper presents the...
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... 3. Discussion on funding sources (3) assesses whether information is provided on the organizations and programs who provided funding for the tool's development. Climate services are increasingly being developed by a range of public and private organizations which are often motivated by different factors and assume different value propositions (Larosa and Mysiak 2020). There can also be tensions between climate services as a public versus private good, particularly if their output is to be used for commercial purposes (Bruno Soares and Buontempo 2019). ...
As the field of climate services advances, there is increasing recognition of the need for evaluation of climate services. Existing research largely includes detailed evaluations and discussions of a single or small number of services or broad-scale sampling activities that record basic information on a very large number of services. In this work, we propose an intermediate approach to evaluating existing climate services that includes evaluation metrics with definitions for high, medium, and low performance based on a previously proposed evaluation framework. The evaluation metrics characterize the type of information provided by a climate service, the manner in which it is communicated, and the degree to which the tool’s development background is transparently presented. We use the proposed metrics to evaluate a sample of 20 US-based online decision support tools aimed at supporting climate change adaptation. We find that most tools are quite thorough in their presentation of detailed climate information and inclusion of explanatory material. However, few tools provide much discussion of the specific decisions that the tool aims to support or the role that climate information can play in these decisions. This work contributes an approach for intermediate-scale climate service evaluation that provides a middle ground between detailed case studies and broad-scale sampling. This can complement existing evaluation research and also highlight potential issues and gaps in climate service research and evaluation.
... Uptake of HCSs should be supported by a vital market, where offer and demand are appropriately addressed. Business models for HCSs are useful tools with an online-based infrastructure subjected to subscription often resulting in a fortunate solution for reaching the target user (Larosa and Mysiak, 2020;Tart et al., 2020). ...
... The aim of this study was to design a generic platform business model to simplify the collaboration and innovation around emission data. Inspired by business model research for climate services (Larosa and Mysiak, 2020), the proposed platform business model for emission data management and services emphasizes the use of canvas as a data collection and analysis framework. In addition, its mixedmethod analysis shows the value of a co-creation approach to innovate with digital platforms by building value networks through collaboration. ...
This brief research report focuses on the effects of artificial intelligence (AI) on the environment, by analyzing the latest documents issued by major standard organizations such as the International Telecommunication Union (ITU) and the Internet Society of China (ISC). By outlining the latest developments into a platform canvas for carbon neutrality management and services, this report identifies the potential of “AI of the environment” (i.e., the material composition and environmental impact of AI itself) and “AI for the environment” (i.e., the purposeful use of smart applications to benefit the environment). The role of AI is contextualized in the digital platform design for the provision of services on carbon emission data, which serves as the material foundation for smart services facing both the producers and the consumers of such information. Contributing to the design of business models that enable open innovations, this report discusses the emission impact reduction mechanisms that can optimize, substitute, induce, manage, and facilitate processes and services, indicating the potential of AI-enabled smart services such as forecasting, planning, and recommendation systems. Despite the limited disciplinary considerations and detailed discussions on specific AI technologies, this report provides a simple, practical, and flexible technology roadmap that can be used as a guide for researchers and practitioners to refine their operations and designs and to follow best practices. This report succinctly visualizes key elements of digital platforms of/for GHG emission reduction and their enabling mechanisms, serving as an AI technology roadmap for future research and innovation in the field.
... There is a lack of research into why climate information services succeed or fail, what features are essential to disseminate and adopt the use of a WCIS. Commercialization pathways of WCIS are one of the main barriers, or in other words a great enabler, towards successful adoption and dissemination of the technology (Brasseur and Gallardo, 2016;Larosa and Mysiak, 2020). In the current manuscript, commercialization pathways are defined as the business models and more specifically revenue streams (i.e. ...
... finances) and key actors involved in developing and implementing successful WCIS systems in practice. Business models, the rationale of how an organization creates, delivers, and captures value (Osterwalder and Pigneur, 2010), are a critical part of the adoption and diffusion of technological innovations such as climate information services (Larosa and Mysiak, 2020;Long et al., 2016). With regard to finances, most WCIS initiatives in the Global South emerge from academic or donor funded development projects. ...
... Although there is a lack of research into why climate information services succeed or fail, what features are essential to disseminate and adopt the use of a WCIS and what business model should be implemented, authors agree that the business model employed by a climate information service is key to successful commercialization, dissemination and adoption (Brasseur and Gallardo, 2016;Groot et al., 2019;Larosa and Mysiak, 2020;Long et al., 2016;Rosenstock et al., 2020;Vaughan and Dessai, 2014;Webber and Donner, 2017). Some studies on commercializing WCIS have been performed in different contexts and with a different focus. ...
Climate change disproportionally affects many countries in the Global South where smallholder farmers make up the majority of the agricultural sector. Weather and Climate Information Services (WCIS) bridge the gap between smallholder farmers and scientific weather forecasts to create actionable knowledge to assist farmers to make optimal agricultural decisions. Over the past years there has been a spur in WCIS initiatives targeting smallholder farmers. However, many projects fail to commercialize and create a long-term impact. The current study addresses this issue by studying potential commercialization pathways of WCIS for smallholder farmers in the Global South. WCIS representatives and experts were interviewed to reach a deeper understanding of the barriers and opportunities of different, potential commercialization pathways.
The results indicate that there are multiple commercialization pathways for WCIS for smallholder farmers in the Global South. Projects may employ a wide variety of business development activities, partnerships and revenue models to sustain their business. Many WCIS rely on donor money, which poses a threat to the market and the commercialization process. The results suggest that a revenue model where a third party absorbs costs to the end-user is most promising, whereas a user-pay model seems to have the least potential. There are several possibilities for future scenarios for WCIS in the Global South such as to seek collaboration with the National Meteorological Departments, integrate with a partner in the value chain of smallholder farmers or to create an academic spin-off and become a service platform for smallholder farmers.
... It is true that creative business strategies, rather than just producing new products, have been successful in removing obstacles to the development and uptake of new technology. Conversely, very few studies have looked at the use of business techniques in the framework of climate solutions (Larosa and Mysiak, 2019). ...
... To further improve the provision and use of CIS, there have been calls for, among others (1) more dialogue and interaction between providers and users, including through co-production of climate services (e.g. Fischer et al. 2021;Hewitt and Stone 2021;Larosa and Mysiak 2019); ...
With louder demands in public discourse for action on adaptation to climate change, efforts to improve the provision and use of climate information and services (CIS) are also gaining prominence. Drawing on literature about uptake of CIS for climate risk assessment and adaptation, plus our own practical experiences, this Essay examines modes of user-provider interaction in CIS. By employing a customer-tailor analogy, three overlapping types of CIS transaction are identified: ‘off-the-peg’, ‘outsourced’ and ‘bespoke’. Evident across all modes are ‘loyalty card’ customers who return to the same provider(s). We then offer a set of prompts to facilitate more meaningful engagement and dialogue between adaptation actors and providers. These questions could also be used to seed discussions within communities that research and provide training in CIS, as well as amongst stakeholders, funders and other institutions involved in the governance of CIS systems. Such searching and timely conversations could advance a more tailored approach to CIS delivery, regardless of the technical and financial starting point of users and providers.
... The sharing of the narratives and experiences of several of the industrial partners with their broader communities in meetings, workshops, and webinars, for example, was particularly valuable in helping to raise awareness and interest and therefore in helping to build the potential market for climate services [36]. Building relationships with such individuals who can be considered as early adopters and champions within their respective sectors is highly recommended. ...
... More efforts will be needed in the future in order to conceive climate services able to optimise energy efficiency-for overall value and socio-economic/environmental benefit-for the national and European markets. Furthermore, in order to fully assess value in the context of the wider climate services market and from a business model perspective, additional factors need to be considered such as the costs of providing and learning to use the services as well as any feedback or second-order effects associated with the increased uptake of climate services [5,6,36]. ...
There is a growing need for more systematic, robust, and comprehensive information on the value-add of climate services from both the demand and supply sides. There is a shortage of published value-add assessments that focus on the decision-making context, involve participatory or co-evaluation approaches, avoid over-simplification, and address both the quantitative (e.g., economic) and qualitative (e.g., social) values of climate services. The 12 case studies that formed the basis of the European Union-funded SECLI-FIRM project were co-designed by industrial and research partners in order to address these gaps while focusing on the use of tailored sub-seasonal and seasonal forecasts in the energy and water industries. For eight of these case studies, it was possible to apply quantitative economic valuation methods: econometric modelling was used in five case studies while three case studies used a cost/loss (relative economic value) analysis and avoided costs. The case studies illustrated the challenges in attempting to produce quantitative estimates of the economic value-add of these forecasts. At the same time, many of them highlighted how practical value for users—transcending the actual economic value—can be enhanced; for example, through the provision of climate services as an extension to their current use of weather forecasts and with the visualisation tailored towards the user.
... İş modeli kanvası, 2008' de Alex Osterwalder tarafından geliştirilerek işletmelerin iş planlarıyla ilgili yaptıkları güncellemeleri tek sayfada görmelerini sağlamaktadır; ilgili kanvasta "Temel Ortaklıklar, Temel Etkinlikler, Temel Kaynaklar, Değer Önerisi, Müşteri İlişkileri, Kanallar, Müşteri Segmentleri, Maliyet Yapısı ve Gelir Akışı" şeklinde belirlenen başlıkların doldurulması gerekmektedir (Osterwalder & Pigneur, 2010;Veit vd., 2014;Joyce & Paquin, 2016;Stott vd., 2016;Ojasalo & Ojasalo, 2018;Kotarba,2018;Larosa & Mysiak, 2019;Donner & Vries, 2021). ...
... Kaynak: Larosa, F., & Mysiak, J. (2019). Business models for climate services: An analysis. ...
... Şekil 1' de belirtilen İş Modeli Kanvası'nın altında yer alan sorulara yanıt vererek bir işletme, hem yeni iş modellerine hakim olabilmekte hem de hedeflerine en uygun iş modelini seçme şansına sahip olabilmektedir. Böylece işletmeler, karşılarında duran büyük resmi anlayarak yeni alternatifleri değerlendirebilmektedir (Osterwalder & Pigneur, 2010;Joyce & Paquin, 2016;Ojasalo & Ojasalo, 2018;Larosa & Mysiak, 2019). ...
Teknolojik danışmanlık firması Performance Improvement Partners (2021)’in yayımladığı verilere göre günümüzde tüketicilerin %95'i ev alırken dijital kaynakları kullanmakta ve %84'ü Internet bankacılığını tercih etmektedir, bu sonuçlar bize insanların davranışlarını etkileyen teknolojik süreçlerin hızını göstermektedir. Bu konunun önemini kavrayan ve dijital dönüşümün zorunlu olduğunu anlayan işletmeler, dijital dönüşümün bir sonucu olarak yeni iş modelleri geliştirme ihtiyacının farkındadırlar. Bu çalışmanın amacı, dijital dönüşümün ve yeni iş modellerinin kavramsal olarak ne olduğunu çözmek yerine, doğru dijital dönüşüm sürecinden geçerek başarılı yeni iş modeli geliştiren uygulama örnekleri ile işletmelerde dijital dönüşümün aracılık ettiği yeni iş modellerinin yansımalarını ortaya koymaktır. Dijital dönüşümün yeni iş modelleri üzerindeki etkisini ortaya çıkarmak için ilk olarak dijital dönüşüm ve yeni iş modelleri ile ilgili nicel ve nitel çalışmalar araştırılarak, sentezlenerek ve değerlendirilerek sistematik bir literatür taraması yapılmıştır. Daha sonra, doğru dijital dönüşüm sürecinden geçerek başarılı yeni iş modeli geliştiren işletme örneklerine çalışmada yer verilmiştir. Son olarak MAXQDA 2020 Analytics Pro nitel analiz programı aracılığıyla Yükseköğretim Kurulu Tez Merkezi’nde bulunan ve dijital dönüşüm ile ilgili yayımlanan 20 yüksek lisans ve doktora tezinden elde edilen veriler içerik analizi bakış açısıyla incelenmiştir. Dijital dönüşümün yeni iş modelleri üzerindeki etkisi, yapılan sistematik literatür taramasından, dijital dönüşüm sonucu başarılı yeni iş modeli geliştiren işletme örneklerinden ve tematik içerik analizinden elde edilen sonuçlar doğrultusunda açıklanmıştır. Çalışmadan elde edilen sonuçlara göre işletmelerin başarılı olabilmeleri için geleceği ön görmeleri ve kendilerini geleceğe adapte etmeleri önerilmektedir.
... Este apartado es un ecosistema industrial, en el que cada elemento tiene un papel especifico y se ve afectado con las interacciones de sus participantes. El valor se genera como el resultado acumulado del esfuerzo de cada uno de los elementos (Larosa & Mysiak, 2020). Resalta las ventajas que puede generar la empresa, para el consumo del cliente y las razones porque debe ser elegida sobre la competencia (García-Muiña et al., 2020). ...
Los modelos de negocio son herramientas las cuales han contribuido en la planeación de estrategias y en el proceso de innovación del mercado. El presente artículo plantea una revisión literaria de 40 artículos enfocados en la implementación de los modelos de negocios aplicados al sector servicios en el período 2016-2021, para lo cual se recolectaron artículos de alto impacto en el buscador de Google Académico. Los modelos de negocios se han concentrado en analizar la toma de decisiones y las herramientas usadas para el desarrollo de una unidad económica. Se encontraron cuatro metodologías de modelos de negocio: sostenible, canvas, circular y Lean startup, los cuales se distribuyeron en 8 aportaciones: soluciones innovadoras para la industria, nuevos sistemas de producto-servicio, nueva idea de negocio, modelos de negocio con perspectiva sostenible, investigación de marketing y emprendimiento, introducción al mercado, administración de un negocio y simulación.
... The value network will function as a test of the validity of information in the BMI process. Larosa and Mysiak (2019) stated that a value network has a significant role in a dynamic environment. Value networks enable the creation of a partnership process, so that there is a shared learning process that is the background for innovation. ...
The COVID-19 pandemic has significantly affected SME businesses and forced them to respond to the situation. Business model innovation (BMI) is considered as a suitable choice of innovation mode for the sustainability of SMEs. The change in the business model (BM) in SMEs varies among organizations. Therefore, this study attempts to further explain the changes in BM for SMEs during the pandemic. Through this research, the understanding of BMI is expected to increase substantially, especially in the context of SMEs. The study performed a qualitative approach through multiple case studies to analyse the information and obtain factual findings to understand this phenomenon. Eight cases with different backgrounds were submitted and interviewed through semi-structured online interviews to obtain information about the BMI in SMEs. The findings show that although SMEs intervene through BM changes, the changes adjust to SMEs’ internal and external situations. In other cases, BM changes only focus on several sub-value systems (value capture, value creation, or value proposition). In certain other cases, SMEs were forced to radically change their value systems due to the extreme impact of the pandemic on their businesses and environment. This study conceptualizes BM changes in SMEs, as classified into type 1, type 2, type 3, and type 4, arranged based on the level of complexity (x-axis) and novelty of change (y-axis). The model can be justified through eight cases in this study. This study contributes to the scientific development of BM/BMI and justifies changes in BM empirically. For practitioners, this study clearly defines the direction of changing BMs in extreme situation.
Keywords: BMI, multiple case studies, different magnitude, pandemic, SMEs
